Wadeshwar Case

Wadeshwar Case Study
1) What are the pros and cons of a service sector organization such as Wadeshwar group having a
multiple product portfolio operational in a single market? What impact does this have on its customer
segments and operational efficiency.
Wadeshwar group was had a lot of advantages:

• They had a good legacy and customer trusted -fast growth business.
• They were even making profit in all the business and therefor has a good capacity of sharing risk.
• there business has a good customer relation as their majority pf customer were regular and was
coming for years. And also have good relations with the bus operators who bring customers to them at
their Smilestone highway restaurant.
• They got advantage of location since all their business were located in the good locations.
• They were known for their good quality food and decent services. They were also putting a
good use of technology in maintain inventory and getting updates from business.
Wadeshwar group was had a lot of disadvantages:

• They had lack of trained and unqualified work force.
• they had a very high attrition rate due to high working hour and low salaries.
Impact:
• skilled and expertise work force is required for the larger business.
• they had a good capture over the restaurant business market.
• Demographically they should expand as they have horizontal expansion all over.
• Effective and efficient supply chain should be maintained.
2) Which one (or more) of the three alternatives should Swanand choose and on what criteria should
this decision be based. If more than one alternative is chosen, then what sequence should be
followed.
First alternative – small outlets serviced by central kitchen operation –
Pros-
 A single centralized kitchen that served 8-12 outlets in city

 Faster service for customer by dispatching semi-prepared food.
 Economic as rental cost will be low
 Provide service for full 24 hours a day with 3 shifts.
 Low initial investment
Cons-
 Menu will have limited variety which can be cooked in less time.
 Regular demand forecasting will be required for low level of wastage and low inventory.
 The outlets should be closed by to maintain the less transportation cost.
I will suggest Swanand to choose this alternative first because it has a low risk and high chances of profit
also this is a new innovative idea.
Full-fledged restaurants similar to WRD.
 Coffee house was located in a well-established upmarket of pune which will be a good location
for the business but the rent of the coffee house was very high and will affect the profit,
 Jayshree was larger in size than coffee house and the rent was also at a reasonable rate but the
disadvantage was the location as it was located on the less attractive locality in pune and was
also available on the long lease of 9 years.
I will suggest him to choose coffee house as a second idea because even though the rent is very high but
also the chances of profit is also high because of the locality and customers.
Highway restaurant similar to Smilestone
 The first option was to open restaurants on the same highway as on with Smilestone. This was a
good option as per the operations and management but will not help in generating more profits
since the customers no will be same and only expenses will increase. The advantage here was
the managing the business was much easy since ethe present manger of Smilestone will also be
there and will be keep a check on the wastage and damages, and also a bit of extended security
will also work.
 The other option was to open restaurants on the Pune-Bangalore or Pune-Hyderabad highway
since both the roads connect to the large cities and will have large no of customers. The
problems here were that they will have a problem in finding the new responsible manager who
will keep a check on properly. Also, the rates of plots were quite high in the main highways.
I will suggest him to go with the option of opening restaurants on the Pune-Bangalore or Pune-
Hyderabad highway as third idea because it has large customer base and will be able to cover the cost of
land.
Good morning everyone, today we group 6 is presenting a role play on blue ocean strategy of the PWC
and converting themselves into blue ocean. The members of the role play are
(SHAWASTIKA)- CEO
(DEVANSH) - MARKETING TEAM HEAD
(SWATI)- HOST
(KARAN, KARTIK)- MANAGEMENT TEAM HEAD
Before going into the role play, I will give a small explanation on what blue ocean strategy is
BLUE OCEAN STRATEGY – 'Blue Ocean Strategy is referred to a market for a product where there is no
competition or very less competition. This strategy revolves around searching for a business in which
very few firms operate and where there is no pricing pressure.
RED OCEAN STRATEGY – A red ocean strategy involves competing in industries that are currently in
existence. This often requires overcoming an intense level of competition and can often involve the
commoditization of the industry where companies are competing mainly on price.
Now the CEO of PWC will address the board meeting with the current challenges that the company is
facing and are finding solution to move from red ocean to blue ocean
So, with the discussion on these strategies, PWC was able to reach its pinnacle. Thank you all for joining
our board meeting.
ERCC MODEL – The Eliminate-Reduce-Raise-Create (ERRC) Grid is an essential tool of blue ocean
strategy. It is a simple matrix like tool that drives companies to focus simultaneously on eliminating and
reducing, as well as raising and creating while unlocking a new blue ocean. it drives companies to
thoroughly scrutinize every factor the industry competes on, helping them discover the range of implicit
assumptions they unconsciously make in competing.
3 TIERS OF NON – CUSTOMERS – this strategy to grow their share of a market, companies strive to
retain and expand their existing customer base. The red shade part is the customers of your industry.
Tier 1 customers are the “Soon-to-be” noncustomers who are on the edge of your market waiting to
jump ship. Tier 2 customers are “Refusing” noncustomers who consciously choose against your market.
Tier 3 customers are “Unexplored” noncustomers who are in markets distant from yours.
BUYERS UTILITY - The Buyer Utility Map helps to get managers thinking from a demand-side
perspective. It outlines all the levers companies can pull to deliver exceptional utility to buyers as well as
the various experiences buyers can have with a product or service. This mindset helps managers identify
the full range of utility spaces that a product or service can potentially fill. It has two dimensions: The
Buyer Experience Cycle (BEC) and the Utility levers.
Value Creation Sequence -
Value Innovation models – Value innovation is a process in which a company introduces new
technologies or upgrades that are designed to achieve both product differentiation and low costs. The
changes implemented through value innovation create new or improved elements for the product or
service, but also result in cost savings by eliminating or reducing unnecessary aspects during the product
lifecycle.

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Wadeshwar Case Study

Wadeshwar group was had a lot of advantages:

Wadeshwar group was had a lot of disadvantages:

First alternative – small outlets serviced by central kitchen operation –

 A single centralized kitchen that served 8-12 outlets in city

Full-fledged restaurants similar to WRD.

Highway restaurant similar to Smilestone

(DEVANSH) - MARKETING TEAM HEAD

(KARAN, KARTIK)- MANAGEMENT TEAM HEAD

Value Creation Sequence -

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